Project Status and Control Report: Barwon Health Integration with SWARH Project

PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
PPMP20010- Assignment 1
Part A
Project Status Report
1 PROJECT INFORMATION
Project name: Barwon Health integration with SWARH project
Date: 25 April, 2018
Project ownership: Storage and computer infrastructure
Prepared by: Project Manager
Distribution list: Steve Tanic: Procurement Manager, Barwon Health
Neville Daffy: Supply Manager, Barwon Health
Other stakeholders of the project such as State of Victoria,
Investors, employees, Board of Directors of Barwon Health
etc. will also be communicated the project status report.
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PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
2 GANTT CHART
WBS
#
Task &
Subtask 1 2 3 4 5 6 7 8 9 10
1 A ————
1.1 A1 —
1.2 A2 —
1.3 A3 —
2 B ————
3 C ———————
—
4 D ———————————
—
4.1 D1 —————
4.2 D2 —————
—
5 E —————
6 F ——
7 G —
8 H —
3 VARIANCE ANALYSIS (COST IN THOUSANDS)
Task &
Subtask
Milestone
Status PV EV AC
Variance %
Schedule Cost
A Completed 100 100 100 0 0
A1 Completed 25 25 25 0 0
A2 Completed 50 50 50 0 0
A3 Completed 25 25 25 0 0
B Completed 50 50 55 0 -5
C Completed 50 50 40 0 10
D In progress 70 40 110 -42.86 -175
D1 Completed 30 30 50 0 -66.67
D2 In progress 40 10 60 -75 -500
E Not started 90 0 0 -100 0
F Not started 40 0 0 -100 0
G Not started 50 0 0 -100 0
H Not started 5 0 0 -100 0
Task Totals 455 240 305 -47.25 -56.25
4 ESTIMATE AT COMPLETION (EAC)
EAC = $568,750
The estimated cost of completing the project is very high as compared to the budgeted
cost of completion. The project leads towards failure if the cost baseline extended by the
project 6o a large extent. The project will be successful if Barwon Health adopts project
crashing technique to lower down the total cost of the project.
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PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
5 COST SUMMARY
The costs of the project incurred in relation to the project include the cost which relates
to procurement of material, implementation costs, and cost of labour, development costs,
reporting costs etc. The actual cost in relation to the project is the cost actually incurred
with the completion of the project as against the budgeted cost which is the planned
value of the cost budgeted for the project (Stanton & Baber, 2017). The delay in the
project activities will incur additional costs, the changes in the project plan; schedule and
cost baseline and other changes will also incur additional costs of project. In this way the
risks which result in adverse impact on the project result in increase in project costs and
those risks which do not materialises result in cost savings. The actual costs of the
Barwon project are higher than the planned costs and the reason for same is the delay in
the project by 1 week which shows that the project risk factors directly affect the total
cost of the project.
6 S CURVE
The actual costs of the project are not in alignment with the planned value fo the project
costs. However the eared value of the project every week is directly proportional to the
planned value.
7 FORECAST COMPLETION DATE
Forecast completion date = 11 weeks
The project is likely to delay by 1 week due to various project issues and problems
arising out of the project risk factors. However the delay is not a long duration for such a
large project but the extended costs incurred due to delay are quite high.
8 MILESTONE REPORT
Milestone
Task
Scheduled
Completion
Projected
Completion
Actual
Completion Issues
A Week 2 Week 2 Week 2 -
B Week 4 Week 4 Week 4 -
C Week 5 Week 5 Week 5 -
D Week 7 Week 7 Week 7 -
E Week 8 Week 8 Week 8
F Week 8 Week 9 Week 9 The delay of one week in this
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